Let s Abolish Performance Appraisal

Transcription

1 Let s Abolish Performance Appraisal Maria Milanetti, CHRP, ACPC MarchFifteen Consulting Inc. 322 King Street West, Toronto, ON M5V 1J2, Canada

2 Our Focus Today Job performance is not about filling out a form Forms can be restrictive, scores over-emphasized Talent cannot be developed by ticking boxes Don t let the paperwork put you in a box Today s discussion - how to really have an effective performance and development conversation (not appraisal) so that your employees can focus on what is really important to them and to the organization

3 What do you think? 1. How many of you would be in favour of abolishing performance appraisals? 2. How many of you are happy with your performance appraisal process? 3. How many of you like your rating system? your method of appraisal? Let s discuss

4 Alarm Bells are Sounded When we Ask Have you had a performance review in the past 12 months -- Only 58% have Our organization s performance review system provides valuable feedback - 48% said it didn t Employees don t receive surprise feedback at the end of the year -- 52% say they did Our performance review system builds trust between managers and their people -- less than 50% agreed Source: First Break All the Rules Buckingham/Coffman

5 The Mechanics of Performance Appraisal

6 Peter Block s Observation on Appraisal Performance Appraisals are an instrument for social control. They are annual discussions, avoided more often than held, in which one adult identifies for another adult what three improvement areas to work on over the next twelve months If the intent of the appraisal is learning, it is not going to happen when the context of the dialogue is evaluation and judgement. - Peter Block -

7 Facts About Appraisals A mandatory procedure, documented in writing Administered by the boss, to hold you accountable Requires you to commit in writing to your goals Placed and preserved in the employee s file for years Mandates that the employee sign it Is used to make important decisions about pay, advancement, promotion and layoff Is tied to and/or used in conjunction with formal discipline

8 The Vantage Point of the Assessor The problem is that the Appraisal Process is too often based on Theory X vs. Theory Y Management Dogma Theory X Parent Child Theory Y Adult Adult

9 The Form in All Its Glory Five to eight different experiences personally Work with companies in my current role on their performance, competency and appraisal systems All systems are invented, as are all of the cures i.e. calibration, revised scoring systems, attachment of objectives to division objectives All are well meaning, some are punitive, many feel that way

10 Developing Talent Not About Ticking Boxes At MarchFifteen we primarily develop and assess talent It is a difficult matter to get your mind around People s egos are in the balance We are mindful as business psychologists that people need to feel good and helped through the process This is standard, decent human behaviour Often it is lacking in organizations

11 Human Motivation Human beings are self-motivated We don t motivate them by evaluating them although we may keep them in check So what will motivate them? Emotional intelligence work would tell us that we motivate them by moving them or inspiring them E [mot] ion [Mot] ivation Root Latin verb motere to move

12 David Rock s Work on Social Neuroscience Status refers to one s importance relative to others peers, co-workers, friends, supervisors Certainty refers to one s need for clarity and the ability to make accurate predictions in the future Autonomy is tied to a sense of control over the events in one s life and the perception that one s behaviour has an affect on the outcome of a situation Relatedness concerns one s sense of connection to, and security with another person Fairness refers to a just and non-biased exchange between people

13 What Rock has Found in his Research research has shown that humans have a fundamental need to belong, are incredibly sensitive to their social context, and are strongly motivated to remain in good standing with their social group and avoid social exclusion. -- Heatherton

14 Managing a Reaction Event Interpretations Result Response

15 Performance Appraisal Systems Provide either a negative or neutral response except for those who are judged by them to be doing very well What we are looking for is a system that can motivate people, or be a net positive influence Coaching conversations are the ideal we do not often have a workforce that has the skill to deliver on coach approach appraisals and development conversations The idea of coaching once or twice a year is almost an oxymoron coaching takes place regularly over time

16 No Standard Approaches to Appraisal Personalities differ in how they take in situations based on levels of testosterone, competitive tendencies, stress We are all different -- but we all want to do well in terms of our place in the social hierarchy So given the current system that is often set up to put 50% or more of your employees at a meets expectations rating we are not pleasing a full half of the workforce on a regular basis

17 Parts of the Brain Prefrontal Cortex Limbic System Amygdala Basal Ganglia Management Research Group

18 Prefrontal Cortex Function: to understand, decide, recall, memorize, inhibit, reflect, deep thinking The Prefrontal Cortex is very fickle and tires very easily Can only hold 4 items at a time, and degrades with each number of times over 1 Coaching (without advice giving) is like having a bonus Prefrontal Cortex! Management Research Group

19 Increase the Ability of Employees to Learn Repeat out loud what we are learning Increases speed of learning Increases ability to apply the learning Take advantage of spacing impact by having more, but shorter, sessions spaced 1 day-week apart Incorporate real time feedback whenever possible As soon as you repeat an activity 3 times, the Basal Ganglia start to take over Management Research Group

20 Those Pesky Emotions Experienced in the Limbic System An overly aroused the Limbic System impairs brain function Including recall, understanding, deciding, memorizing, inhibiting Over time over arousal increases the load on the brain and your threshold for additional threats lowers Suppressing emotion makes us dumber and raises the blood pressure of our observers! Reappraisal (thoughtful reframing) thickens the neural networks between the prefrontal cortex and the Limbic System Labeling the emotion reduces Limbic System activity, but talking about it increases Limbic System activity Management Research Group

21 Emotions - Tips The only way to control the Limbic System is through Reappraisal (the earlier the better!) Reinterpreting This isn t really so threatening Normalizing Oh, now I understand Reordering It s not as important as x Repositioning I see it from another perspective Try out the new emotional intelligence Increase emotional vocabulary Management Research Group

22 Mindfulness Paying close attention to the present in an open and accepting way Mindfulness changes the structure of our brains Mindfulness isn t difficult, what is difficult is remembering to be mindful Management Research Group

23 Engagement and Performance Tension and Productivity The Inverted U of Ustress Productivity Healthy fatigue Exhaustion Health problems Healthy tension Brain arousal Tension/Stress 23

24 Performance and Goals People perform better when they are happy Exercising willpower significantly reduces our brain s ability to process and think Focusing on the problem increases Limbic arousal We focus on problems because our brain likes certainty Attention and expectations literally rewire the brain Management Research Group

25 Performance Goals and Tips Focus on the Desired Outcome not the problem Answer the bigger higher up question Don t focus on history or details Simplify Get the goals out of the head create visuals limit number Group your goals into core themes Generate curiosity and intrigue to enhance motivation - Mine the emotional advantage Try the Imagine yourself a year from now perspective for entrenched challenges Management Research Group

26 Johnny B, Project Manager An Example My neighbour took me up on an offer to help him to fill out his performance appraisal form Once he was able to see the connection between what he does everyday and this form there was a huge relief but it did take some convincing!! A visual for him would have been a stroke of brilliance!!

27 The Importance of Relatedness The brain needs social connections, a feeling of being safely connected to others Safe connections with others are vital for healthy collaboration People are classed as friend or foe quickly with foe as the default in the absence of positive cues

28 Helping Others Advice makes the advisor feel better and the advisee feel dumber! But to stop giving advice takes energy Feedback generates a threat response Self-generated insights make the brain much happier Help the other person notice their own subtle connections Tell me your goal in one sentence What quiet hunches do you have? What do you think is worth trying next? Management Research Group

29 Dr. Bob and the New Appraisal System A small family doctor in rural Wisconsin Dr. Bob A new HR Manager came in and implemented a Performance Appraisal System He explained his nurses were outstanding if anything happened that was not right they would always discuss that item on the day it happened Dr. Bob was forced to make recommendations in the appraisals for improvement the relationships predictably deteriorated

30 Observations on Appraisal & Performance CEOs and HR people resist changing the linear system of appraisals that ensures it will control performance Appraisals continue because everyone else does them And because we don t trust so we need a system to show evaluation Performance discussions are important, and learning must occur But appraisals do not contribute much to the improvement of systems or individual performance The best idea we have come across is to step away and to implement an alternate system Less structure, and much more employee involvement, more values based

31 10 Ways Millennials are Creating the Future of Work #8. They will eliminate the annual performance review Study done with American Express found that only 48% of companies give performance appraisals Millennials often ask why do I have to wait a whole year to get feedback? They want feedback to be given in real time - tweets! Instant gratification and learning drives them Adobe, last year, abolished its performance appraisal They now have check-in conversations with their employees and have saved 80,000 hours of time Juniper Systems has done something similar

32 Example Juniper Systems (1) Hires and encourages its employees in four ways 1. Career plans looks for J Players 2. Connections how do they connect with the work? 3. Capabilities what can they add / build? 4. Constraints what is stopping them? They designed these systems based on what they learned in part from David Rock`s research on the brain

33 Example Juniper Systems (2) Its Performance System is made up of four principles: 1. Goal Alignment 2. Relative Laddering 3. Compensation 4. Conversation Day 2x a year and co-created 88% of employees find this helpful (95% participate)

34 Our Final Challenge to You Is it possible to have a Performance System (take away appraisal) That motivates employees? Improves their performance Makes their brain stay connected instead of going into not good enough mode This is what the new work world needs to create and work on

35 Thank you! Questions? Maria Milanetti, MBA, CHRP, ACPC ext. 104

36 References Coens, T. and Jenkins M., (2002). Abolishing Performance Appraisals: Why They Backfire and What to Do Instead. 1st ed. San Francisco, CA: Berret- Koehler. Kabacoff, R. (2012, July 12). Neuroscience and Leadership [Article]. In Management Research Group Library: Article Details. Retrieved from ience-and-leadership-146.aspx Rock, D. (2009). Your brain at work. New York, NY: HarperCollins.